An experience strategy is that collection of activities that an organization chooses to undertake to deliver a series of (positive, exceptional) interactions which. UX Strategy + Design: Usable Interface Design Boosts a Product's User Adoption . Client: The Sente Group. Report Type: Case Study. Industries: Aerospace. Week 1 Unit 1: Introduction to the SAP UX Strategy Video Lectures Introduction to the SAP UX Strategy Exercises (optional) Course structure Weekly Assignment.
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Learning Strategies to Learn Faster, Remember More and be More Productive ( Mental Kevin Horsley Unlimited Memor. UX Strategy and Strategic UX. Charles B. Kreitzberg, PhD. Principal, Cognetics Interactive ser Experience (UX) and its close relative Customer Experience (CX) . The UX Strategy Guide (opens PDF) is meant to help designers understand and use both the Lean UX Canvas and the UX Strategy Blueprint.
D esigners—especially new ones—often overlook corporate strategy. I think it might be because so few designers are involved in defining that strategy. It may also be because some companies expect their designers to just walk in and magically solve big problems. That lack of knowledge makes it really, really tough to solve problems. While some models, like the excellent Lean UX Canvas by Jeff Gothelf and the brilliant UX Strategy Blueprint by Jim Kalbach, are available, my experience as a designer and instructor has shown that young designers have difficulty putting them into practice. And figuring out whether the project is worth being implemented is just as hard for them. Lessons from 5 years of Lean UX.
Just take Facebook. Instead, he tested it within the confines of Harvard University. For instance, they included new emojis and added a call feature. However, even an incredible product will fail without awesome UX design. After all, UX is what a customer feels when she uses your app or website. The best user experiences fully engage customers, making them love your product.
Airbnb is a great example. The interface of this vacation-rental platform is incredibly straightforward. By focusing on UX design, Airbnb achieved the overall goal of all good UX: to acquire and bind customers through a captivating experience. The idea is great, but who are these soon-to-be-married couples? A great way to answer this essential question is to form provisional personas — tools to help you define your value proposition. More specifically, a provisional persona is a sketch, created by you or your team, of a potential user.
First, choose a name for your persona and assign him a picture.
Then list his level of education, age, salary, job and any other relevant pieces of information. From there you can detail his behavior: What devices does he use?
Does he have much free time? What does he value? And finally, lay out his needs and goals by asking yourself two questions: What is he trying to achieve and what motivates him? Rather, you should also collect real data about them by interviewing users in the real world.
This process is all about testing your assumptions against the facts by conducting a variety of mini experiments. Now test those hypotheses by asking real people the same questions you asked your provisional personas. For instance, you could go to a mall and interview men with kids. Here are some questions you might ask: Was it difficult to find a good venue?
What tools did you use? After conducting such interviews, the next step is to evaluate the results. After all, understanding how other companies have succeeded or failed will help you build your competitive advantage. This process is a little bit like peeling an onion; the more layers you peel away, the closer you get to the core of what you want. After all, discovering this special something is your ticket to the blue ocean of untapped market potential.
In the case of the wedding planning app, you might search for existing online services that organize weddings. For starters, you could research how much they cost and what they offer. From there, you could take a closer look at when they were created and how they are funded.
This information, as well as much more, can be found on sites like techcrunch. Next, ask yourself how these companies make money. Is it through advertising, like on Facebook? Or through a subscriber plan? And finally, look at how much traffic they get by using free services like compete. For mobile apps, you can use App Annie or Mopapp. For instance, you can sort the traffic column from highest to lowest and see which sites perform the best.
You can also break your competition down into two categories, direct competitors and indirect competitors. Direct competitors target exactly the same customer segment as you and deliver the same or a similar product. Indirect competitors, on the other hand, have either a similar product but a different target audience or the same audience and a different product.
After all, to truly succeed, a product should focus on the experiences that are absolutely essential for users.
To define these, you can think about which aspects of your product differentiate it from the competition. In other words, where does your competitive advantage lie? For instance, in the case of Twitter, the key experience of the app is the ability to send a character message.
But also keep in mind that your product may have multiple advantages. From there, ask yourself what experiences make your product different. In the example of the wedding-planner app, the defining characteristics are the ability to display wedding venues, options for food vendors and various design themes. Because the stakeholders were anxious to get started, they immediately approved it.
Our digital team was off and running on the implementation phase, which took over six months of emotionally fueled hand-offs. There were hundreds of pages of wireframes and functional specifications traded between stakeholders, designers, and developers.
But the discovery brief was never referenced again. The personas and proposed solution were never validated by existing customers. The stakeholders went back to fighting for whatever prime real estate they could grab for their particular business units. Yet, there was something good that came out of that discovery phase for me: I was a UX designer who finally got a taste of what a UX strategy could potentially be.
I was ruined. A full year later, the redesigned site launched.
I never looked at it because I had moved onto to another interactive agency HUGE with other high-profile clients. In my new position, I was able to focus my energy more directly on the discovery phase of projects in which user research and business strategy were given more weight. I also had a seat at the table to help shape the UX strategy and decide how a product vision should be implemented.
I no longer had to feel fraudulent for spending so many waking hours building products for which I lacked a deep understanding of the customer segment and the business model. Because when everyone shares a product vision, you and your team really have a chance at changing the rules of the game for your product, company, and future customers.
However, I do want to acknowledge that my methodology is my version of UX strategy and might be different from other strategists. So, with all that said, cue the drum roll to introduce my UX strategy framework, as presented in Figure These are the four tenets that make up my framework.
I have seen them in play every day since my first discovery phase. Lessons Learned The discovery phase is where UX strategy begins.
UX Strategy is based on four tenets: business strategy, value innovation, validated user research, and killer UX design. The output of the discovery phase should be based on empirical data, such as getting direct input from target users before going straight from an idea to wireframes and development. How a team executes a discovery phase can be the deciding factor between how a product will ultimately deliver real value through a killer UX and create real value for the stakeholders.
Tenet 1: Business Strategy The business strategy is what gives product makers the direction to grow in the marketplace while beating the competition. Business strategy is the top-line vision of the company. It is why the company exists.
It ensures the long-term growth and sustainability of the organization. It is the basis for the core competencies and offerings, which are the products. In this book, I will use the term products to include both products and services.
The business strategy is what gives product makers the direction to grow in the marketplace while beating the competition. For this to happen, the business must continually identify and utilize a competitive advantage. In his classic book, Competitive Advantage,  Michael E. Porter lays out the two most common ways to achieve a competitive advantage: cost leadership and differentiation. The advantage behind cost leadership comes from offering the lowest price for products in a particular industry.
Whether it is the cheapest car, television, or hamburger, this was the traditional way that companies achieved dominance in the marketplace. After all, allowing the private sector to compete without government regulation is what free market economy is all about! I mean, look at the rampant success of stores such as Walmart and Target. They can offer consumers the best prices and widest selection of merchandise.
But what happens when prices hit rock bottom? Then, the battle needs to be about what makes the product better. Because we are product inventors planning to build disruptive technologies, this is where our actual power lies. With differentiation, the advantage is based on a new or unique product or a unique aspect of the product for which customers will pay a premium because of its perceived value. It starts the moment a customer steps into the store and ends when that person tosses his cup and sleeve into the trash.
Today, a UX differentiation is the digital product game changer.
Differentiated user experiences have completely revolutionized the way we communicate with the world. Consider what the world was like before micro-blogging. When it was released in , Twitter confounded users with their character limit. But the limit turned out to be a valuable perk, especially with respect to updates.
When Hurricane Sandy pounded the East Coast in , the power went out, but more than 20 million Tweets occurred between users, residents in the storm, and media and government outlets. Another tool that has distinguished itself from the competition with a UX differentiation is the map app Waze. It combines social traffic with GPS navigation, thereby allowing users to find the quickest route of the moment to their destination.
By merely driving around with Waze open, users passively contribute traffic and other road data to the network. Users also can take a more active role by sharing road reports on accidents, police traps, or any other hazards along the way, helping to give other users in the area a heads-up about what surprises might ahead of them.
Now, Waze still offers its distinct UX to its users, but its data is also channeled into Google Maps. A UX competitive advantage is important to understand in this brave new world of technology. Traditionally, the purpose of a competitive advantage was to make a product that was self-sufficient through a revenue stream.
A revenue stream is how the company gets paid. And when a customer pays more for the product than what it costs to make, value is created for the stakeholders. Instead, the goal of many entrepreneurs is mass adoption. Facebook won the field because, a it offered a differentiated UX that was perceived by users as more valuable, and b everyone adopted it.
From that point, Facebook innovated a new kind of business model that relied on monetizing its user data for selling targeted advertising.